From Family Farm to 8-Figure DTC Brand
Episode Summary
In this episode of the Free to Grow CFO podcast, Jon Blair interviews Anna Brakefield, founder of Red Land Cotton, discussing the challenges and triumphs of scaling a direct-to-consumer brand while managing manufacturing in the U.S. They explore the importance of storytelling in marketing, the complexities of supply chain management, and the balance between family life and entrepreneurship. Anna shares her journey from a creative background to leading a successful business, emphasizing the impact of community and purpose-driven outcomes.
Key Takeaways
Manufacturing in the U.S. presents both challenges and opportunities.
Purpose-driven outcomes can lead to sustainable success.
Transparency in the supply chain builds customer trust.
Episode Links
Jon Blair - https://www.linkedin.com/in/jonathon-albert-blair/
Anna Brakefield - https://www.linkedin.com/in/anna-brakefield-94389734/
Free to Grow CFO - https://www.freetogrowcfo.com/
Red Land Cotton - www.redlandcotton.com
Meet Anna Brakefield
Anna Brakefield is a mom of three who grew up on a cotton farm in North Alabama. After earning a degree in design, she built a career in advertising, working in both New York City and Nashville. In 2016, she returned to her roots and founded Red Land Cotton, a brand dedicated to bringing her family’s cotton directly into customers’ homes in the form of beautiful, American-made bedding.
Transcript
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00:00 Introduction to Scaling DTC Brands
01:55 Anna's Journey to Founding Redland Cotton
06:06 The Vision Behind Redland Cotton
08:48 Importance of American Manufacturing
10:13 The Journey of Guardian Bike
13:07 Challenges of Manufacturing and Supply Chain
15:52 Building a Team for Growth
18:50 Balancing Business and Family Life
21:46 Finding Purpose in Business
25:01 Community Impact and Responsibility
28:12 Future Challenges and Leadership
30:49 Conclusion and Resources
Jon Blair (00:01)
What's the only thing harder than scaling a DTC brand in 2025? Doing it while managing your own manufacturing and raising three little kids. Wanna learn how today's guest is pulling off such an amazing feat? Then you're not gonna wanna miss this. Hey everyone, welcome back to another episode of the Free to Grow CFO Podcast, where we dive deep into conversations about scaling a profitable DTC brand. I'm your host, Jon Blair, founder of Free to Grow CFO. We're the go-to outsourced finance and accounting firm for eight and nine figure DTC brands. And today I'm here with my friend, Free to Grow CFO client, mom of three little ones, founder of Red Land Cotton, Anna Brakefield. Anna, how are you?
Anna Brakefield (00:43)
Good. Like we said, we're a little bit tired, but we're here and we're breathing.
Jon Blair (00:48)
Yes, yes, both parents of three little kids. I was actually a little nervous saying the intro there, because I know that you've listened to the podcast before, and I'm like, man, Anna's hearing me do this, like, live. I don't want to mess this up. But man, I'm so grateful to have you here. I think we've only ever had, like, one other client on the show, and like, I really wanted to chat with you, because Red Land Cotton just has a great story. When I first met you,
Anna Brakefield (00:54)
Mm-hmm.
Jon Blair (01:16)
you had decided to start working with us, I was looking at your website and I sat down and watched a bunch of the great videos you guys have on the site about the Red Land Cotton story. And I was just like, yes, this is a brand that I want Free to Grow to work with. This is awesome. And so before we dive into chatting today about the myriad of things that I think you've got some really helpful opinions and insights on that could help the brand founders that listen to the show.
Walk us through your background and your journey to ultimately starting, to founding Red Land Cotton and going on this scaling journey that we found you, that we found you on.
Anna Brakefield (01:55)
Yeah, so my journey is a little circular and it wasn't my goal was to never come back to the farm. I didn't want to be part of the family In high school was very creative. I started my own portrait. I did pastel portraiture.
And I did portraits for clients and started my own bank account when I was 16. was determined that I was going to go to college and then I was going to move to New York. And I went to college at Auburn University and I got a degree in graphic design. And I moved directly after graduating to New York City to work in advertising. But while I was in Auburn, I met the guy that would be my husband and he went to pharmacy school. So he essentially finished up pharmacy school while I was living in New York and we got engaged in 2012 and moved to the Nashville area where he was doing his residency and I like, when I was living and working in New York, I was working for clients like BMW, American Express, I did some work for Jay-Z. And so I was used to like, big, big work, important work, you know, getting accolades and like I was doing the thing. And I moved to Nashville, Tennessee and got married and...
it was one of those moments like, what have I done to my life? And I'm so sure that Nashville has gotten so much better since like 2014, 2015. But at that time, I was doing creative work for like an old folks home and the most exciting stuff I was doing was like pro bono work. And I was like, I have
Jon Blair (03:51)
Ha ha.
Anna Brakefield (04:16)
like I've traded my goals for something else. dad took notice of this in 2015. So I got married in July of 2015. It's gonna be 10 years coming up. yeah. And then we started talking about the idea that would be Red Land Cotton in
Jon Blair (04:35)
Nice.
Anna Brakefield (04:44)
the Christmas of that year. I mentioned my husband was doing his residency. That was exceptionally hard. I kept job that was funding the lifestyle that my husband and I were keeping together at that point until May of 2016. then he got his job and I was able to quit and go Red Land Cotton full time. But that's kind of the journey that took me back to the farm. Like I didn't want to get back here, but somehow I got sucked back into it. But I think if I had not taken that kind of circular journey, I wouldn't have been able to bring all of the things that make Red Land Cotton successful. So that's kind of the...
Jon Blair (05:20)
Hahaha.
love that.
There are so many things I wanna ask you about that, but I do wanna say, there's a couple brands that we work with. I think I mentioned this to you when we first met, that there is this legacy family business that had existed for a generation or a couple generations, and then the newest generation was like, hey, why don't we sell any of this great stuff that our family's been doing forever direct to consumer? It's the new way, right?
Anna Brakefield (05:38)
the high level view of how we got here.
Jon Blair (06:06)
your family being a family that had been doing cotton farming for a long time, how did you decide to get it? What were some of the key things that sparked the idea of getting into direct consumer linens?
Anna Brakefield (06:23)
Yeah.
Well, from my dad's perspective, so my dad's been farming since the early 80s, farming cotton, corn, and cattle.
Cotton has always been historically the history of cotton. Somebody has been getting screwed to make it thing. in America, have very high standards. There are million dollar machines that pick the cotton. But it's not getting processed here anymore. And that's because of labor.
So I looked up the stats the other day. There was about 14 million bales of cotton grown in the United States and only 4 million were processed domestically, which puts all of the pressure on the American farmer to compete with Pakistan and China because they have to export all of their cotton to those places and then it all comes right back. But I say that to say the reason why my dad wanted to start Red Land Cotton was to go more vertical with his crop and kind of reap more of the reward of the fiber because as a Cotton farmer you're subject to the commodities price. And so in
Jon Blair (07:56)
Yeah.
Anna Brakefield (08:01)
our first product was bedsheets because that would surely consume the most Cotton of any good, you know. that really wasn't just a ton more deep than that.
Jon Blair (08:09)
Yeah, yeah.
So given that you guys are a core part of your business model or your operational model, I'll say, is like manufacturing and processing in the states, beyond what you've already kind of just very initially touched on, how important is that, owning that in the states or managing that in the states to your brand and or overall business strategy?
Anna Brakefield (08:48)
from the business strategy side and for the viability of the American farmer, it's very important that we least keep some cotton manufacturing here. And there already is a lack of demand to keep cotton growing here. So that was a core reason why we wanted to be American made.
Second to that is there are lot of bedding brands out there. Sheets are almost as, and bedding is almost commoditized as the raw cotton product. So creating a supply chain that we can walk our customer through and show the transparency and show the the why behind the product, the people behind the product was to me core to making the business successful because if we did not have that, if we did not have the story element behind the sheet since it's just a sheet made like everybody else's sheet or bedding product. So that is the why. And I think it has been the most challenging part of our business but also the reason why we are successful.
Jon Blair (10:14)
So as you were talking, I was making some notes because I realized there's actually a lot of parallels to our strategy at Guardian Bike. So today Guardian has a factory in Indiana and is, is rolling out fulfillment centers all around the country. But there was a lot of intentionality behind why we did that. That's very similar to what you're talking about, or at least some of the things you're talking about. One.
We chose to go to the direct to consumer channel because you can't tell the story of a safer kids bike because of our brakes in a Walmart kids bike aisle. And Walmart is where all of, where most of the kids bike volume is sold. That was the first thing direct to consumer. could tell the story about why you are purchasing this, this higher quality, safer bike for your kids that's made in America and why that really does actually matter.
Second, so that's the sales channel. We actually decided to make everything in the States, which took several years. I mean, it's taken well over five, six years and a lot of capital. But the reason that we chose to do that was because there was the incentives of the bike brands, right, to make the other big bike brands out there that sell most of the volume. Their biggest customer is Walmart, which is demanding a rock bottom price point and is creating all this competition across the different brands.
Anna Brakefield (11:31)
Mm-hmm.
Jon Blair (11:36)
And so what they're doing is making these incredibly poor quality and dangerous kids bikes in China, mostly in China. And so for us to bring a quality bike, which we felt was actually better and safer for the consumer and a better experience to teach your kids how to ride a bike, we had to choose to go direct to consumers so we could tell the story. And we had to choose to do the capital intensive thing, which is make the bike ourselves so that we could actually control the quality. And so there's definitely some parallels there to what you just mentioned. You also mentioned this is being vertically integrated, although it's a strategic value add, it's also one of the biggest challenges. What are some of the biggest challenges that come to mind that come alongside like managing your own manufacturing and processing operation in the States?
Anna Brakefield (12:30)
You know, initially it is the quality control aspect is pretty challenging when you're managing multiple aspects of the supply chain, you know, because it isn't just one piece. You know, it's not like we're just managing assembly. We're managing through yarn spinning, through weaving, finishing, and there's so, so many rooms, rooms for error. And sometimes that can really eat your lunch.
Jon Blair (12:59)
Yeah.
Anna Brakefield (13:07)
And from a margin perspective, and then the second, the second thing, and it just hurts me when this happens, is that we will have potential for more sales or more volume and can't get it through our supply chain. And that's what happened in 2020. A very familiar story. I mean, our sales were through the roof and we couldn't make it. And I mean, that was everybody's story, right? It wasn't just ours. And honestly, we were pretty uniquely positioned to just create a factory here in the United States. we started our first factory in 2020 in very southern rural Mississippi.
And we kind of did the same thing last year. We acquired a cut and sew plant that had been working for us since 2017 and brought it under our control and our roof and invested in just some very minimal infrastructure and increased this essentially same workforces output by
But it's that ownership of the supply chain and the capital that has to go into it that constricts other areas of the business. So where I see a lot of peers that are also running DTC brands, they're growing, they have a chief growth officer you know, a CMO and all of these other things. And I have two factories, you know, and then for a large part until like the last year and a half, like I was largely doing everything very much myself with a handful of solid employees with no fancy titles.
Jon Blair (14:57)
Yeah.
Okay, this segues nicely into another kind of topic I want to talk about, which is when I first met you, we talked a lot about the many different hats that you had worn in the business up to that point, right? And it was impressive to see where you got the business in terms of size, wearing all those hats, but what were some of the things that started happening or some of the thoughts or kind of decisions that you started going through, mulling over in your head that ultimately got you to the point where you're like, I need to start building a team to get to the next level.
Anna Brakefield (15:52)
Yeah, you know, I brought you guys on and hired a operations... I guess I would call her an operations director just to work alongside me. I brought you guys on at almost the same time. Maybe even the same month. But I had been pushing that entire year for some help because I just, I felt it. And I think I had felt where my limit was. And to me, the financial piece was the most important to me. That I have a partner that can help me see the financials explain them to other...people in my company too so that we can all make decisions together. Because prior to bringing you guys on, we were using an accountant. And a tax accountant. And I know I hear you talk about it all the time. Like, y'all, you get the books that tax accountants are keeping and it's all...
It's all based on cash and inventory is not taken into consideration. It's just kind of a crap show. And for me, what I was doing every month is I was reviewing, Jon, every single transaction that came through on our credit card, on our bank statement. And I had this spreadsheet that I had kept for the last four years. And that's how I was managing our finances and comparing year over year, but there no structure or growth goals or anything like that. Essentially, the growth goal was just to stay afloat. And at that status, I felt like I was drowning. So that was the reason why I have to have a financial team. And I don't know how I found you guys. Maybe it was a podcast.
And then I needed somebody to help me with operations because mistakes were happening. And I think, yeah, when mistakes start to happen, it's kind of like, well, it's time to call in somebody else to help you out.
Jon Blair (18:11)
sure.
For sure, well, so a couple of things I wanna kinda like tease out of what you just said. One is not having inventory. I mean, first off, like all DTC brands, inventory-based, tracking inventory is super important from a financial standpoint. But you guys, would say, even have it, it's even more important because you're running a factory, right, or a couple factories. And so that's super key. But the other thing I wanted to ask you is like,
Now that you've brought in someone to help on the operations and you've brought in some people to help on the finance, what has that allowed you to focus on that you feel like you're more uniquely suited to do to add value to the business from either a growth or strategy standpoint?
Anna Brakefield (19:14)
You know what, I think I am...I'm very good at putting puzzle pieces together. But to put a puzzle together, you can't be up close looking at just one or two pieces. You have to have the ability to lift yourself above to see all of it together. And I think that allowing people into the organization to work while there are more puzzle pieces at play now with the addition of those people, it gives me an opportunity to see more things. And now where I'm at with it is how do I lead people? How do I not get in the way but still make sure that I don't lose what I started? And in some ways that's kind of...maybe even more challenging than doing it all yourself, you know?
Jon Blair (20:14)
Yeah.
Yeah, but that's also, you know, that's also where this where you can actually really open up scale, right? Like the I mean, I understand what it's like to be you in many ways, because I was on the founding team at Guardian Bikes when it was just the three of us. And I also was the first person I started free to grow originally before I partnered with my partner, Jeff, by myself. And so I've been through a couple of times the going from like, you know, being the one that started it and doing everything to like figuring out how to build a team and I think, you know, what I've found and, and you know, imperfectly, were talking about a LinkedIn post that I posted today that I tagged Anna in actually right before we hit record, which was like, I'm exhausted. Things are going well. They're definitely not perfect, but they're things are, I'm building what I said I would build, but I'm really tired. And, and so it does, it's not that it necessarily, I would say,
It's not that it gets easier, at least in my opinion, it doesn't get easier, but at least I can spend more time in the areas where I think I was destined to spend time, right? There's like few things that are more frustrating as an entrepreneur than getting sucked into doing an activity or activities that take a lot of time, knowing you're not built for that. I've been there so many times and like, I'm not built for this and I can't believe that took two hours of my day. And I still have to get to the things that I can actually uniquely add value to, right? I haven't even gotten to that. And so, yeah, it doesn't ever end, but it maybe, you get a sense that what you're doing is more aligned to your true purpose. I actually wanna ask you about the personal side of all of this, being a mom. It's something that you and I share in common, having three little kids while trying to grow a business.
What are some of the, I mean, I'll start by saying, it's the hardest thing I've ever done in my life. I totally underestimated how hard this is gonna be. I'm just gonna be straight up. Like, I don't know why I thought it was gonna be any easier. It's way harder than I thought it was gonna be. It's amazing, full of blessings, but it's insane. What are some of the rhythms or disciplines that you imperfectly do and try to stick to to balance your very important job of being a mom of three little kids, but also being the CEO of a growing brand.
Anna Brakefield (22:49)
You know, I think each one of my kids has come along with me to different things in the business. Like they are integral stories to this business. I started Red Land Cotton in 2016 and I had my first child in 2018. And I wasn't making any money and she stayed home with me that first year of her life. And I worked on Red Land Cotton during the hours that she slept and at night. And I remember she was getting older. Maybe she was 13 or 14 months, and I looked at my husband, I was like, I can't do it. I can't do it anymore. And I think it's like, that was just another point where I can't do it anymore. I have to have some help. I'm going to start paying myself some more so that we can get some child But she came to Washington DC with us when we got invited to the White House. She was on photo shoots just wearing the baby.
Jon Blair (24:05)
Hehehehehe
Anna Brakefield (24:06)
She was driving back and forth to Molten with me. Like she's she's been a little warehouse kid and now like she loves to hang out with the cut and sew people she loves to she they're teaching her how to do a sewing machine. You know, and she's seven. Like that's such an amazing like who else has that?
You know, same for my other two kids. Like they have just been at photo shoots and you just do the thing with them. And that is very hard. But also there is no other job in the world that I have the flexibility that I have doing this and also being their parent. And I I make up for it working at night. But. Like.
I know that I wouldn't be able to do some of the things that I get to do with them if I weren't doing this. But man, it is so hard. But it gives you perspective, you know? Like when you think things are going really bad in your business or something like that, it jolts you back to reality and what matters, you know?
Jon Blair (25:12)
Totally.
Man, I actually...
we have a lot more in common in that regard than you may realize. It's like, it's this crazy, the reason why I thought it was important to talk about this is because like, look, there's so much content out there that like glamorizes scaling a business. And I'm gonna be honest with you, I've been in the DTC world for a long time, but I've helped grow several businesses in different industries.
and then on the inside, none of them are glamorous. And that's why you have to find your purpose. I'm really not trying to be like some sort of a cheesy like pep rally like cheerleader about that. I've actually learned out of necessity. And for me, God taught me through having kids, you have to find your purpose because that's when you go like, I can't give up, right? And the more and more I do this, the more that I find it's not about timing the game. It's about time in the game. And you know, I think in the DTC world, you and I, and probably everyone listening to this podcast has, was a part of DTC in a really interesting time, COVID, a time that like maybe it'll never happen. We'll never see a time like that ever again. Not that there's not prosperity to be had, but we'll never see that kind of a bubble, the way it happened, how quickly it happened to the magnitude it happened, probably ever again. Right. And
Anna Brakefield (26:44)
Mm-hmm.
Jon Blair (26:58)
I think that so many brands sold during that time and made a killing and they just got lucky that they timed that. But that's not the real world. The real world of business is do something meaningful, right? That makes a meaningful difference in people's lives and in the market and do it for as long as you can do it and feel like you're fulfilling your purpose. And the prosperity comes along the way. And that's the reality of business. You know what I mean?
Anna Brakefield (27:28)
I totally agree. I don't think either of us are running our businesses for some sort of exit or anything like that. I was asked on some other conversation I was having about community impact and how important that was to Red Land Cotton. And, you know, we're over 50 employees now and a majority of those employees are in Southern Mississippi and rural Alabama. And that matters to those communities and those are manufacturing communities that had a lot of jobs taken away and that
That purpose, I don't think it was the, you know, the reason we started Red Land Cotton, but that is something that keeps me going. The manufacturer that makes our blankets has been able to double their workforce since we started working together in 2018. And you know, that might just be going from 10 people to 20 people, but...means something and that is the reason we are we are making things here and doing it the way that we're doing it so that we can lift everybody up through this
Jon Blair (28:51)
love that, no it's, so it's funny, we have a secondary, I call it an internal mission that we created about eight months ago at Free to Grow. I didn't know we were on this mission when we started. But we have about 15 people or so that work for the business now and I started noticing a pattern which is that most of our employees are people around-ish the same age as me with little kids who,
Anna Brakefield (29:19)
Mm-hmm.
Jon Blair (29:20)
This is what, I put it into words and I remind the team of this every quarter when we review our plan for the quarter, that our internal mission is that we're building a place where talented finance and accounting professionals can enjoy fun, challenging, impactful work, but not sacrifice their personal health, right? And it doesn't mean we don't work hard, but like we don't frown upon, we champion the people who work here being good parents, being present parents, right? But that doesn't mean that we need to sacrifice the challenge and the fulfillment of our work either, right? Those things don't have to be trade-offs. We can get both of them. And that's important. Whenever I have a rough day, I always remember that we are here to help our clients sleep easier at night, and we are here to give our team members a better life. And actually, funny enough, I don't think you know this.
I have, I'm also like a, I'm a real estate investor. I've been in into real estate investing for a long time. I have like a small single family, like real estate portfolio and it's in central Mississippi. And people always ask me, they're like, why are you investing in Mississippi? And I'm like, I found this, these two little small towns. There's cashflow. I know, I know so many people there now have been doing it for a little bit and like everyone knows everyone. like.
I'm given our contractor work and we've become friends, I've become friends with our agents and our property manager and met a lot of other people in the community through them. it's not the, you know, if you go research the big sexy real estate markets, like there's some in the Midwest and the Northeast that are like going crazy right now. It's not that, but it's like, it matters to the people that, that are in the community that we're investing in. And so I've actually many times been like, should I go to one of these hotter markets? And I just, like, you know what, don't, this isn't all just about sucking every penny of profitability out of this. And I've actually started to focus my strategy on buying places that are affordable so that people, so I can offer affordable rent in a season where housing is unaffordable historically.
And the people in this central Mississippi area outside of Jackson, don't, they're like this unaffordability is like, it's affecting them way more than it's affecting people in Austin, Texas, where I live. And, and, and so I think that's a part of my faith journey where like God uses my faith in business is like, yes, you need to be profitable because that makes it self-sustained, like it makes it sustainable, but you don't have to optimize for that at the expense of
Anna Brakefield (32:09)
Thank you.
Jon Blair (32:14)
the impact that it makes, right? And I also just think there's this beautiful thing, like, when you do it for long enough, it does end up being prosperous enough, right? Like, and so anyways, I share that sentiment with you more than you know.
Anna Brakefield (32:29)
No, it's very, I enjoy, I guess I'm mutt in this way. I enjoy the big cities and I enjoy the little rural towns. And I think that growing up on a farm but also living in big cities has given me a really unique perspective, but I think investing in those communities, they appreciate it more than you know. Like the town of Tyler Town, when they were courting Red Land Cotton to come to their town, like the hospitality was just through the roof. You know, if the city of Austin probably did what they did, who knows? Who knows what they could do?
Jon Blair (33:16)
for
Okay, so I have two final questions for you as we kind of come to a close here. The first one is, what do you see as the biggest challenges that lie ahead for Red Land Cotton over the next couple of years?
Anna Brakefield (33:34)
I'm.
I think meeting the growth with our supply chain is going to be crucial for us. And I think that that is going to require some strategic hiring on our part. And then I kind of touched on it earlier, but I think me just learning how to be a better leader.
and get the right people in the right places to help the business grow, I think is what comes next. And that's just gonna be, it's a muscle I haven't exercised yet. So there's gonna be a lot of workouts in my future, I think, on that regard.
Jon Blair (34:26)
We'll be right there with our financial model to help you understand the financial impact of all those decisions. Look, my final question, and I'm sure that there's some overlap with some things we've already talked about, but what's the most important purpose-driven outcome that you hope to create with the work that you do over the rest of your lifetime?
Anna Brakefield (34:29)
Yes.
It's impacting and affecting communities. I think that that, I've seen it in the growth of Red Land Cotton over nine years is, and I call it the proof of the American dream. We had this dream that was really...
you know, capitalistic and in focus, which was to get a better profit off of a pound of cotton. And what we've been able to do is is lift up communities and create jobs and impact people with a product that is impacting other people down the down the line. So it really is that people impact and then.
I just feel such a sense of responsibility over that. Every time we add ahead or work with a new partner, every time that there is a new PO written, that responsibility is heavy on me because at the end of the day, I'm responsible for whether it's successful or not. And the success drives the outcomes.
I think I'm in this moment where I'm just hoping I live up to that.
Jon Blair (36:14)
I love it, well we're grateful to be on the team and to be helping, thank you, that was not the point of having you come on the show, we are, you know, we're grateful to work with you. We appreciate the, not just the opportunity, the opportunity to work with you, but the opportunity to just over time every single month make another improvement, right? And get a little bit closer to where,
Anna Brakefield (36:20)
Y'all are great.
Ha ha ha!
Jon Blair (36:43)
We wanna see the finances and the management of data and all of that good stuff. And so we appreciate it more than you know and we're excited for the future of our partnership. before we do come to a close, where can people find more information about Red Land Cotton?
Anna Brakefield (37:03)
Yeah, you can go to redlandcotton.com at any time. You can find us on Instagram at redlandcotton. And you can find me on LinkedIn. My name is Anna Brakefield Same on Instagram. And I love to connect. I love to connect with other founders. And the more community, the better. We're all feeling the same thing.
Jon Blair (37:29)
Like I said in my LinkedIn post, we're all in the same boat. We gotta remember we're all the same boat. I was out on the lake last weekend, listening to Zach Brown Band and his song, All the Same Boat came on and I was like, yeah man, I gotta hang out with my people more often. So, well thank you so much for coming on, Anna, and thank you for being open and candid about your journey and it's always a pleasure to chat and yeah, I'm just really, really grateful for you.
Anna Brakefield (37:32)
Mm-hmm.
Yeah.
Yes.
Thank you, Jon.
Jon Blair (37:59)
Alright everyone, well this one was chocked full of nuggets. You might want to listen to it a second time, especially if you're considering how you're making an impact in the community with your business and also, you know, there's plenty of brands out there who are thinking about or already involved in some amount of manufacturing. And so, you hey, you heard Anna, she said reach out to her, you know, maybe you can mastermind a little bit on US manufacturing. So thank you all for listening. Don't forget, if you liked today's episode, please hit the subscribe button. It's really important because hitting the subscribe button or leaving us a review, it helps us reach more people like you and our goal is to help as many brand founders as we possibly can. Also, if you want more tips on scaling a profitable DTC brand, follow me, Jon Blair on LinkedIn. And if you're interested in learning more about how Free to Grow can help your brand, check us out at freetogrowcfo.com. Until next time, scale on.
